Scrum is an agile framework for managing projects that uses self-organizing cross-functional teams. It emphasizes iterative development, where teams work in short cycles called sprints to build functionality incrementally. The core roles are the product owner, who manages priorities and requirements, the development team, who does the work, and the scrum master, who facilitates the process. Key artifacts include the product and sprint backlogs which contain prioritized work items, and burn down charts which track progress. At the end of each sprint the team demonstrates a potentially shippable product increment.

1. scrum
A flexible, holistic product development strategy where a development team works as a unit to reach a common goal".
http://en.wikipedia.org/wiki/Scrum_(software_development)

2. Scrum | Overview
Scrum is an iterative and incremental agile software development framework for managing
software projects and product or application development.
● It challenges assumptions of the "traditional, sequential approach" to product development.
● Scrum enables teams to self-organize by encouraging physical co-location or close online
collaboration of all team members and daily face to face communication among all team members
and disciplines in the project.
A key principle of Scrum is its recognition that during a project the customers can change their
minds about what they want and need (often called requirements churn), and that unpredicted
challenges cannot be easily addressed in a traditional predictive or planned manner.
● As such, Scrum adopts an empirical approach—accepting that the problem cannot be fully
understood or defined, focusing instead on maximizing the team's ability to deliver quickly and
respond to emerging requirements.

3. Scrum | Roles
There are three core roles[8] and a range of ancillary roles;
● Core roles are often referred to as pigs and ancillary roles as chickens (after the story The
Chicken and the Pig).
● The core roles are those committed to the project in the Scrum process—they are the ones
producing the product (objective of the project).
● They represent the scrum team.
● Although other roles may be encountered in real projects, Scrum does not define any roles other
than those described below.[9]

4. Scrum | Roles | Project Owner
The Project Owner (TPO) represents the stakeholders and is the voice of the customer.
● He or she is accountable for ensuring that the team delivers value to the business.
● TPO (or has the team write) customer-centric items (typically user stories), ranks and prioritizes
them, and adds them to the product backlog.
Note:
● Scrum teams should have one Product Owner, and while they may also be a member of the
development team, this role should not be combined with that of the Scrum Master.
● In an enterprise environment, though, the Product Owner is often combined with the role of
Project Manager as they have the best visibility regarding the scope of work (products).

5. Scrum | Roles | Team
Development Team
● The Development Team is responsible for delivering potentially shippable increments (PSIs) of
product at the end of each Sprint (the Sprint Goal).
● A Team is made up of 3–9 individuals with cross-functional skills who do the actual work
(analyse, design, develop, test, technical communication, document, etc.).
● The Development Team in Scrum is self-organizing, even though there may be some level of
interface with project management offices (PMOs).
Scrum Master
● Scrum is facilitated by a Scrum Master, who is accountable for removing impediments to the
ability of the team to deliver the product goals and deliverables.
● The Scrum Master is not a traditional team lead or project manager, but acts as a buffer
between the team and any distracting influences.
● The Scrum Master ensures that the Scrum process is used as intended.
● The Scrum Master is the enforcer of the rules of Scrum, often chairs key meetings, and
challenges the team to improve.

6. Scrum | Roles | Team
Scrum Master
● The Scrum Master differs from a project manager in that the latter may have people
management responsibilities unrelated to the role of Scrum Master.
● The Scrum Master role excludes any such additional people responsibilities.
● In fact, there is no role of project manager in Scrum at all, because none is needed.
● The traditional responsibilities of a project manager have been divided up and reassigned
among the three Scrum roles, and mostly to the Development Team and the Product Owner,
rather than to the Scrum Master.
● Practicing Scrum with the addition of a project manager indicates a fundamental
misunderstanding of Scrum, and typically results in conflicting responsibilities, unclear authority,
and sub-optimal results.[10]

7. Scrum | Process | Sprint
A sprint (or iteration) is the basic unit of development in Scrum.
● The sprint is a "timeboxed" effort; that is, it is restricted to a specific duration.[11] The duration is
fixed in advance for each sprint and is normally between one week and one month, although two
weeks is typical.[7]
● Each sprint is started by a planning meeting, where the tasks for the sprint are identified and an
estimated commitment for the sprint goal is made, and ended by a sprint review-and-
retrospective meeting,[4] where the progress is reviewed and lessons for the next sprint are
identified.
● Scrum emphasizes working product at the end of the Sprint that is really "done"; in the case of
software, this means a system that is integrated, fully tested, end-user documented, and
potentially shippable.[10]

8. Scrum | How it Works

9. Artifacts | Product Backlog
● The product backlog is what will be delivered, ordered into the sequence in which it should be delivered.
● It is open and editable by anyone, but the Product Owner is ultimately responsible for ordering the items on the
backlog for the Development Team to choose.
● Product Backlog items are articulated in any way that is clear and sustainable, whatever needs to be done in
order to successfully deliver a viable product.
● The product backlog items (PBIs) are ordered by the Product Owner based on considerations like risk, business
value, dependencies, date needed, etc.
● The product backlog contains the Product Owner's assessment of business value and the Development Team's
assessment of development effort, which are often, but not always, stated in story points, using rounded
Fibonacci sequence.
● These estimates help the Product Owner to gauge the timeline and may influence ordering of backlog items
● Items can be expressed as user stories, use cases, or any other requirements approach that the group finds
useful.
○ But whatever the approach, most items should focus on delivering value to customers.

10. Scrum | How it Works

11. Artifacts | Product Backlog
● The sprint backlog is the list of work the Development Team must address during the next sprint.
● The list is derived by selecting product backlog items from the top of the product backlog until the Development
Team feels it has enough work to fill the sprint.
● This is done by the Development Team asking "Can we also do this?" and adding product backlog items to the
sprint backlog.
● The Development Team should keep in mind its past performance assessing its capacity for the new sprint, and
use this as a guide line of how much "effort" they can complete.
● The product backlog items are broken down into tasks by the Development Team.
● Tasks on the sprint backlog are never assigned; rather, tasks are signed up for by the team members as needed
according to the set priority and the Development Team member skills.

12. Artifacts | Product Backlog
● This promotes self-organization of the Development Team, and developer buy-in.
● The sprint backlog is the property of the Development Team, and all included estimates are provided by the
Development Team.
● Often an accompanying task board is used to see and change the state of the tasks of the current sprint, like "to
do", "in progress" and "done".
● Once a Sprint Backlog is committed, no additional functionality can be added to the Sprint backlog except by the
team.
● Once a Sprint has been delivered, the Product Backlog is analyzed and reprioritized if necessary, and the next
set of functionality is selected for the next Sprint.

13. Scrum | How it Works

14. Artifacts | Sprint
Once a Sprint Backlog is committed, no additional functionality can be added to the Sprint backlog except
by the team.
● A time period (typically 1–4 weeks) in which development occurs on a set of backlog items that the team has
committed to.
● Also commonly referred to as a Time-box or iteration.
● The increment (or potentially shippable increment, PSI) is the sum of all the Product Backlog items completed
during a sprint and all previous sprints.
● At the end of a sprint, the Increment must be done according to the Scrum Team's criteria called Definition of
Done (DoD).
● The increment must be in a usable condition regardless of whether the Product Owner decides to actually
release it.
● The sprint burndown chart is a publicly displayed chart showing remaining work in the sprint backlog. Updated
every day, it gives a simple view of the sprint progress. It also provides quick visualizations for reference.

15. Artifacts | Sprint
Increment
● The increment (or potentially shippable increment, PSI) is the sum of all the Product Backlog items completed
during a sprint and all previous sprints. At the end of a sprint, the Increment must be done according to the
Scrum Team's criteria called Definition of Done (DoD). The increment must be in a usable condition regardless
of whether the Product Owner decides to actually release it.
The sprint burndown chart
● a publicly displayed chart showing remaining work in the sprint backlog.
● Updated every day, it gives a simple view of the sprint progress. It also provides quick visualizations for
reference.
● There are also other types of burndown, for example the release burndown chart that shows the amount of work
left to complete the target commitment for a Product Release (normally spanning through multiple iterations) and
the alternative release burndown chart, which basically does the same, but clearly shows scope changes to
Release Content, by resetting the baseline.

16. Scrum | How it Works

17. Artifacts | Definitions
Spike
● A time boxed period used to research a concept and/or create a simple prototype. Spikes can either be planned
to take place in between sprints or, for larger teams, a spike might be accepted as one of many sprint delivery
objectives.
● Spikes are often introduced before the delivery of large or complex product backlog items in order to secure
budget, expand knowledge, and/or produce a proof of concept.
● The duration and objective(s) of a spike will be agreed between the Product Owner and Delivery Team before
the start. Unlike sprint commitments, spikes may or may not deliver tangible, shippable, valuable functionality.
● For example, the objective of a spike might be to successfully reach a decision on a course of action. The spike
is over when the time is up, not necessarily when the objective has been delivered.

18. Artifacts | Definitions
Tracer Bullet
● The tracer bullet is a spike with the current architecture, current technology set, current set of best practices
which results in production quality code. It might just be a very narrow implementation of the functionality but is
not throw away code. It is of production quality and the rest of the iterations can build on this code.
Sprint Backlog
● Work items added to the sprint backlog at the beginning of a sprint and broken down into hours. Each task
should not exceed 12 hours (or two days), but it's common for teams to insist that a task take no more than a
day to finish
Velocity
● The total effort a team is capable of in a sprint. The number is derived by evaluating the work (typically in user
story points) completed from the last sprint's backlog items.
● The collection of historical velocity data is a guideline for assisting the team in understanding how much work
they can do in a future sprint.

19. Artifacts | Definitions
Impediment
● Anything that prevents a team member from performing work as efficiently as possible.
Sashimi
● A term used to describe one or more user stories, indicating that they are thin slices of a product feature or
capability.
Abnormal Termination
● The Product Owner can cancel a Sprint if necessary.
● The Product Owner may do so with input from the team, Scrum Master or management.
● For instance, management may wish to cancel a sprint if external circumstances negate the value of the sprint
goal. If a sprint is abnormally terminated, the next step is to conduct a new Sprint planning meeting, where the
reason for the termination is reviewed.